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2012/04/10 City Council Agenda Packet 4/10/12 City Council Special Meeting Item No.3 THE OFFICE OF THE CITY MANAGER City of Rohnert Park. 130 Avram Avenue. Rohnert Park, CA 94928. [707] 588-2226. Fax: [707] 792-1876 TO: FROM: DATE: RE: City Council Gabriel A. Gonzalez, City Manager Cathy Orme, Interim Finance Director April 6, 2012 Budget FY 13 Study Session # 1 Intl'Oduction In the past few years much of the topic of conversation regarding the City's financial situation has been about structural deficits, operating cash shOltage, unfunded liabilities and even the possibility of bankruptcy. Acknowledging our financial crisis was an important step towards restoring some level of stability. Now, I believe our focus should be on charting a course that will lead towards recovering from financial crisis. During last year's budget process, City Council addressed several major policy related items that were impeding our ability to recognize our true financial picture. For instance, Council discussed and subsequently adopted policies that would begin to address these unfunded liabilities. Reserve accounts were established to set aside money to fund these liabilities. Also, the City Council adopted several policies to address future General Fund cash reserves. Due to our current shortage of revenues, the policies are perhaps more symbolic in terms of our ability to actually set aside money. Nevertheless, these policies are fundamental elements that are needed in order to construct a solid foundation from which to rebuild our financial solvency. The budget process for developing the FY 12-13 budget will continue to build upon this foundation. In our first study session with City Council, staff will present a review of the City of Rohnert Park Strategic Plan 2012-16, discuss the Implementation Action Plan, discuss the need to develop a Long- Tenn Recovery Plan, and conclude with a discussion of Measure E. Strategic Plan In December 2011, the City Council adopted the City of Rohnert Park Strategic Plan 2012-16 (SP). The SP will serve as our map to guide the City towards achieving its four major goals: practice participative leadership, achieve and maintain financial stability, ensure the effective delivery of public services, and continue to develop a vibrant conm1Unity. I believe these goals are attainable and realistic with respect to the City being able to allocate the necessary resources to achieving them. Implementation Action Plan Furthenuore, a strategic plan is only as good as the commitment by the organization to adhere to the charted course identified. The follow-up document to the SP is the Implementation Action Plan (Plan). Staff has developed a draft Plan that allocates city resources to each of the strategies. Our approach is to be realistic in terms of what strategies we could actually commit to . working on in each fiscal year. Also, we realize that we are already doing more with less. However, the SP and the Plan maybe tools for management to utilize, but if we are going to be successful in achieving our goals we will require the assistance of our employees. To this end, management sought input and ideas from our employees to develop the Plan. In addition, the Lead Person and Team Members' assignments were given to employees at all levels of the organization. As I see it the SP and Plan are organizational tools for every employee to utilize on a daily basis to fulfill our mission. Long Term Financial Recoverv Plan Realizing that our financial situation is the culmination of the past decade, likewise, it will take the City several years to rebuild financial sustainability. While our Strategic Plan will guide the organization for the next 3-5 years, I believe it is just as important to develop a Long Tenn Financial Recovery Plan (FRP) that not only incorporates past fiscal policies that we have adopted, but sets standards of financial stewardship that we desire to achieve. By now we have established that, as an organization, we are moving away from the practice of being reactive to being proactive. There are several reasons for developing an FRP. One, the organization analyzes potential external and internal factors that could negatively affect city finances and develop countermeasures to these potential threats. Two, instead ofjustprojecting revenues and expenditures for the current fiscal year, we will conduct projections on a long-term basis. This task is important because again it will help evaluate future implications of decisions we make today. Another benefit is that the FRP will help the City better allocate resources to meet current and future service levels. Measure E Discussion The passage of Measure E by the city voters has prevented to our present financial condition from worsening. One thing that stands out from the process is that a lot of work went into communicating the need for the measure to the community yet it only passed with a 55% voter approval. I view this percentage as an indication that not all of the voters were convinced of the City's financial crisis and the need for this measure. To be consistent with our new proactive approach, we need to start planning strategies to mitigate the financial impacts we will face when Measure E sunsets. Measure E is a vital revenue source to fund city services. Without Measure E, city services would be reduced and in some instances eliminated. This possibility will continue to exist if Measure E sunsets and we have not realized new sustainable revenues to make up for this shortfall. The purpose of this budget item is to stimulate discussion on what steps the City will need to undertake to prepare for the sunset of Measure E. 4/10/12 City Council Special Meeting Agenda Item No. 3.A Management Partners November 30,2011 Mr. Gabriel Gonzalez City Manager City of Rohnert Park 130 A vram A venue Rohnert Park, CA 94928 Dear Mr. Gonzalez: Management Parh1ers is pleased to deliver the following strategic plan for the City of Rohnert Park. This plan is the result of broad-based input from the community and City organization and two facilitated strategic planning sessions conducted with both staff and the City Council. The strategic plan articulates the City's vision, mission, and values, as well as important goals and strategies to be pursued over the next three to five years. We look forward to continuing to assist the City of Rohnert Park with the development of an implementation action plan once the City Council has adopted the strategic plan. Sincerely, L/QjVULS~zt~' -0- Cathy Standiford Senior Manager 1730 MADISON ROAD' CINCINNATI, OH 45206. 513 861 5400 . FAX 861 3480 2107 NORTH FIRST STREET, SUITE 470 . SAN JOSE, CA 95131 . 408 437 5400 . FAX 453 6191 5 PARK PLAZA, SUITE 1520 . IRVINE. CA 92614' 949 222 1082 . WWW.MANAGEMENTPARTNERS.CDM Strategic Plan 2012-2016 Table of Contents Management Partners Table of Contents B a ckgroun d.................................................................................................................................... ............ 1 Strategic Planning Process Overview ........................................................................................... 1 Ci ty of Rohnert Park Strategic Plan ................................................. ..................................................... 4 OUR VISION .................................................................................................................................... 4 OUR MISSION........................... ...................... ..................................... ................. .......................... 5 OUR VALUES...... ...................................... ....... ................. ........... ......... ........ .............. ................ .... 5 Value: Integrity............................. ...... .............. ..................................... ......... ........ ........ .......... 6 Value: Fiscal Responsibility.... ................ ............................. .................................................. ... 6 Value: Communication........................................ ..................................... ........................... ...... 6 Value: Innovation and Creativity....................................... ..................... .......... ...... ........... ....... 6 Value: Collaboration................................ .................................................................................. 7 GOALS AND STRATEGIES ........................................................................................................... 7 GOAL A: Practice participative leadership at all levels. ........................................................... 7 GOAL B: Achieve and maintain financial stability. ................................................................. 8 GOAL C: Ensure the effective delivery of public services. .................,......................................8 GOAL D: Continue to develop a vibrant community............................................................... 8 Communication and Accountability for the Strategic Plan .................................................;........... 9 Next Steps and the Bike Rack ....... ....................................................................................................... 10 Next Steps ......................... ............ ............. ..... ........... ........................... ........ ........... ............. ..... ..... 10 Bike Rack............................................................................................................................ ............. 10 Attachment A - Graphic Representation of Goals and Strategies ................................................ 11 Attachment B - Glossary of Terms...................................................................................................... 12 Strategic Plan 2012-2016 Background Management Partners In May 2011 the City of Rohnert Park retained Management Partners to facilitate a process to develop a strategic plan. The City envisioned a strategic plan that would provide a framework to link together the economic development plan, capital improvement program, budget process, policy issues, organizational efficiencies and the General Plan. A Strategic Planning Steering Committee was formed early in the process to provide guidance and input to the process. The steering committee was comprised of 20 supervisors and managers, including members of the City's executive team. Strategic Planning Process Overview The strategic planning process began with an analysis of strengths, limitations, opportunities and threats (SLOT) identified through a series of interviews, focus groups with staff and community representatives, and a survey of City commissioners. Management Partners interviewed the Mayor, members of the City Council and the City Manager to confirm the strategic planning process and hear initial ideas. Over fifty staff representatives were randomly selected to confidentially inform the process. Staff were asked to identify the strengths, limitations, opportunities and threats of Rohnert Park and to brainstorm words and phrases that define the mission of the City of Rohnert Park and their vision for the future of the community. Staff were also asked to identify values they believe are important to being an effective organization. The staff focus groups were comprised of representatives from all levels of the organization, from line staff to management, and all city departments. A focus group of community stakeholders was also held and included representatives from the business community, local schools, the health system, adult and youth development community providers, and community parmers. As with the staff groups, participants were asked for their perspectives on the strengths, limitations, opportunities and threats of Rohnert Park. Finally, an online survey was administered to solicit input from members of the City's eight commissions. Representation from each body was reflected in the final analysis. Management Parmers provided guidance to staff who prepared an environmental scan of current and future factors influencing the City. The 1 Strategic Plan 2012-2016 Background Management Partners combination of broad-based qualitative input and quantitative trend data laid the foundation for two highly interactive workshops with staff and the City Council during which a vision, mission, values and goals and strategies were developed and confirmed. A graphic recorder caphned the results of the Council workshop conducted on November 5, 2011 in a visual, "storyboard" format. A graphic representation of the strategic planning process is presented on the following page. ~AV(P ~;~'~ ~l1>ws. ..'-'''-\-Gt11..".rill1t&. r{?.) C~Yl~ 1 gr>>tfS fCdmnw6<A!!. ~(. _ __./ ~1itJA.,; ---~'//- -, *SLOT CA-W- ," Mll'!iti~ ~'1HtMt~ . .f'. ..:~:.'J. Mt~~/"",IiI\/fh, ) I~rvr !~~0~? VoJvu.6b4 C ~SJ~~IVlt)\~l ~oet:~f \fM)Jts ;:" (( CMI\\~ 2 Strategic Plan 2012-2016 Background Management Partners The City of Rohnert Park Strategic Plan sets a clear vision for the organization and establishes goals and strategies to move in that desired fuhlre direction. In addition, the plan articulates the organization's values and the behaviors that support them. These elements are graphically presented in the strategic plan. The visual recording of the plan's goals and strategies are displayed in Attachment A. The complete set of graphic images created during the strategic planning workshop was transmitted separately in a compressed file. 3 Strategic Plan 2012-2016 City of Rohnert Park Strategic Plan Management Partners The City of Rolmert Park is committed to achieving a shared vision for the organization and its community. The vision, mission and values below are the result of a thoughtful and inclusive process designed to set the City on a course that meets the challenges of today and tomorrow. A glossary of terms is provided in Attachment B. OUR VISION Rohnert Parle is a thriving, family-friendly community that is a safe, enjoyable place to live worle and play. ."1l1nvlh~'~ 1v 1kt, 'hu~iY.t0 ~~" . /I Fit~u, ',- we'~ kyW,~-a0~ preJ<AiJt? 4-7U1J1Nic... ~,a."fYIWd~ . '&M-rJv," - I h<pnhwtf II! . '. fAy( I wnlt ":; &;1- CtJpcf . liar; p'1~1'::Opj;5.!tv 'P pi h ;n.N.td:t eo htUA PMt a. 1MriVltlq/ ffi~nd~ tlrm~~ f.....~tl.k I ~lo~().,lolL PlAu 10 1>,Vf I WN/t- WotA PlfJA1. The City's vision sets the focus for the future. It is a statement of where the organization is going. 4 Strategic Plan 2012-2016 City of Rohnert Park Strategic Plan Management Partners OUR MISSION We care for our residents by working together to build a better community for today and tomorrow. The City's mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. OUR VALUES IMfeG(2lfY ~ y ~Ckt, ~P{)N~16!L COMMUNICM\ON COUABtJRAll!)N (I t1,~) d:r INNOVkODN ~ tflfA1M1Y Each of these organizational values has associated behaviors that can be demonstrated throughout the organization. The behaviors that were identified by executive staff and the City Council are listed below. 5 Strategic Plan 2012-2016 City of Rohnert Park Strategic Plan Management Partners Value: Integrity · Adheres to individual and organizational professional standards in the conduct of the organization's business · Fulfills commitments and keeps promises that are made · Does the right thing even when no one is looking · Creates and sustains an atmosphere that fosters a culture of openness, inclusion, compassion and trust Value: Fiscal Responsibility · Is transparent in disclosing financial transactions and their implications · Utilizes multi-year forecasts to quantify future financial impacts of decisions · Exercises fiscal discipline to live within means and ensure future financial sustainability · Makes fact-based financial decisions consistent with organizational values at all levels · Develops and implements strategies to address unfunded liabilities · Follows best practice policies for budget and financial management · Utilizes all resources efficiently and effectively · Maximizes opportunities to increase productivity and achieve high quality results Value: Communication · Engages in open, honest communication · Actively seeks citizen participation; strives to keep the public informed and educated about community issues · Listens to other perspectives with an open mind and a sincere desire to understand Value: Innovation and Creativity · Solves problems creatively and is open to new ideas · Creates new ways of moving the organization forward to achieve its mISSIOn · Fosters new and creative thinking and solutions · Effectively utilizes emerging technology · Takes calculated risks and treats mistakes as learning and growth opportuni ties 6 Strategic Plan 2012-2016 City of I~ohnert Park Strategic Plan Management Partners Value: Collaboration · Takes the initiative to ensure that objectives are met and volunteers to help others for the good of the organization · Engages team members to work collaboratively towards a common VISIon · Recognizes, values and leverages each person's strengths · Seeks "win-win" strategies; is willing to compromise if necessary · Inspires results and effective teamwork · Sets the example; mentors others to be successful GOALS AND STRA TEGIES As a result of interviews, focus groups, surveys and the staff workshop, four potential goals were identified, each of which has several strategies. During the November 5 workshop, the City Council reviewed, revised and confirmed the four goals, which are graphically presented in Attachment A. · Goals are multi-year in nature. The timeframe for achieving goals is typically five to ten years. The Rohnert Park City Council indicated that goals with a timeframe of three to five years may be more appropriate in today's dynamic environment. · Strategies are the means to achieve the goals. The timeframe for implementing strategies can span several years as specific programs and projects are undertaken. GOAL A: Practice participative leadership at all levels. Strategies · Engage the community in identifying priorities and possibilities; promote dialogue · Improve communication to provide transparency and a well- informed community · Plan for, communicate and mitigate long-term impacts of major developments · Provide a balanced mix of essential and discretionary services · Make short-term decisions with long-term perspective · Implement organization development practices o Succession planning o Workforce development · Align the organizational culture to demonstrate our values 7 Strategic Plan 2012-2016 City of Rohnert Park Strategic Plan Management Partners GOAL B: Achieve and maintain financial stability. Strategies · Enhance economic development by implementing the economic development program · Clarify current and projected future financial condition; prepare a cash contingency plan · Ensure policies, procedures and systems represent best practices in financial management, such as the use of cost allocation plans and time card systems · Ensure that we live within our means by adopting a comprehensive set of budget principles to provide a meaningful and easy to understand framework for maintaining financial discipline · Follow through with the fiscal recovery plan o Explore the creation of new revenue sources o Create self-sufficient enterprises o Develop parh1erships to achieve economies of scale o Seek grant opportunities GOAL C: Ensure the effective delivery of public services. Strategies · Deliver the highest quality services in the most cost-efficient manner · Emphasize high quality customer service · Improve accountability and continuous improvement through performance measurement and managing for results · Integrate technology into operations GOAL 0: Continue to develop a vibrant community. Strategies · Support implementation of major planned developments · Improve transportation and infrastructure · Integrate State Farm/SMART train/City Center plans into a Priority Development Area · Continue to expand programs that bring people together (e.g., Farmer's Market) 8 Strategic Plan 2012-2016 Communication and Accountability for the Strategic Plan Management Partners Workshop participants briefly discussed ideas about how information about the strategic plan and its progress should be communicated to stakeholders, including reporting mechanisms and frequency. The following ideas were generated. · Display the graphic images from the Council strategic planning workshop in the library and at City Hall for public vlewmg . Post results on the City's website · Display the City's vision, mission and values in the Council chambers · Develop an implementation action plan for the goals and strategies that assigns responsibility and identifies necessary resources and key milestones · Provide quarterly updates to Council on the progress that is being made · Utilize the strategic plan to inform the City's budget process · Link Council updates and recommendations to the strategic plan · Put the vision and mission statement on Council agendas and reports 9 Strategic PIan 2012-2016 Next Steps and the Bike Rack Management Partners Next Steps The workshop concluded with a review of the schedule for completing the strategic plan. Key milestones are listed below. . November 2011 - Management Partners delivers the strategic plan to the City Manager for final staff review. . December 2011 - City Council considers and adopts the draft strategic plan . December 20ll/January 2012 - Once adopted by the City Council, Management Partners works with City staff to prepare an implementation action plan identifying tasks for each strategy, including timelines, resources required and staff assignments. . January to May 2012 - Staff integrates the strategic plan and implementation action plan with the budget process for FY 2012/13 Bike Rack A "bike rack" was created to capture ideas or suggestions that were not directly related to the immediate discussion. At the conclusion of the Council strategic planning workshop, six items listed below were referred to City staff for follow up. . Gather and present to the City Council additional housing data that show the distribution by housing type . Validate the median home price data presented in the environmental scan . Convene a strategy session of the City Council to discuss what is desired in a "downtown" . Discuss extending the Urban Grown Boundary timeline another ten years; put it back before the public . Determine the need for a General Plan update . Define "sustainable" development standards for their application in future development 10 (/) l-< Q) C ..., l-< ro 0-; ..., c Q) Ei Q) b ro C ro ::;s Q) P::: \!) u 8:.2 N I ro N l-< 80 N I C <r:: ro ..., p::; C Q) .~ Ei bO..r::; 2 u ro ro .b t rJ)<r:: (/) Q) 'S Q) ..., ro l-< ..., rJ) "0 C ro (/) ~ o o '+-< o C .S ..., ro "E Q) (/) Q) l-< """':-1'\,,' l'-)'-';_ ";1 (~<)'I(,:.1 w~-1l"'/:": # rl rl Strategic Plan 2012-2016 Attachment B - Glossary of Terms Management Partners The following graphic shows the key components of a strategic plan. Vision Mission Values Goals Objectives A vision sets the focus for the future. It is a statement of where the organization is going. A mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. The values of an organization drive the goals created and the process of implementation. Values provide the basis for how the organization and its members will work to achieve the mission and vision. Examples include professional excellence, innovation, responsiveness, and integrity. Goals set the framework that guides the direction and focus of the organization, budget decisions and allocation of other resources, such as staff time. They are "up on the balcony" wide views of opportunities for change and improvement and state the desired future. Goals or strategic priorities provide the "why" (larger meaning and context) of the specific actions the agency takes. They help the executive team decide which of the many worthy projects should be done and when, within available resources. Goals must be meaningful and attainable. Strategies are the means to achieve the goals. They describe an approach or method and begin to answer the question: How will we go about accomplishing the goal? They may include broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later in the process each objective must be assigned to an individual, with resources identified, and incorporated into a work plan. An implementation action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Action plans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well-suited to periodic check-in about progress, changes or challenges. 12 4/6/2012 4/10/12 City Council Special Meeting Item No. 3.B 1 4/6/2012 2 ain businesses town r identity; market the city · Financial sustainability . Develop partnerships · Effective government - Employee trust - Use of technology as tool for delivering services and engaging public - Communication · Transportation and infrastructure · Smart growth/city planning Ensure the effective delivery of public services D. Continue to develop a vibrant community 4/6/2012 3 4/6/2012 4 4/6/2012 5 4/6/2012 6 4/6/2012 7 4/6/2012 8 4/6/2012 9 4/6/2012 10 4/6/2012 11 4/6/2012 12 4/6/2012 13 4/10/12 City Council Special Meeting Item No. 3.B January 2012 NUMM Making the Most of the Draft Implementation Action Plan Management Partners has developed this draft Implementation Action Plan to assist the City of Rohnert Park with the implementation of its Strategic Plan. The work involved in implementing the goals and strategies must be integrated into the other work of the divisions, with appropriate assignments of responsibility for implementation and with the identification of specific planned completion dates. The draft Action Plan begins that process with guidance about the length of time that might be required to complete an individual strategy (estimated total task time) and with a recommended priority assignment (1, 2 or 3, based on criteria described in the document). To convert this draft to a final Action Plan, the city manager, department directors and appropriate staff members will need to identify specific target dates. In doing so, you may want to modify the described activities for implementing an individual strategy based on your knowledge of what will be required for completion, or to adjust the assignment of responsibility based on. workload or other considerations. Management Partners remains available to consult with you in this process in whatever way we can be helpful. Please do not hesitate to contact Cathy Standiford at 714- 222 -0141 or Nancy Hetrick at 408 - 437 -5400 if we can be of assistance. Cathy can be reached by email at ctaandiford@managementi2artners.com. The discipline of successful project planning is basic to successful execution of the work ahead. We hope that you find the draft Action Plan useful in that regard. City of Rohnert Park Draft Implementation Action Plan A -1 ; Engage the Develop a community engagement X 1 City ' i community in plan j Manager nsed to identify resources identifying priorities Engage the public in budget priority X city required, other people and possibilities; setting Manager involved in the task, etc. promote dialogue 1 City • Develop strategies for regular and - X Manager -*NOTE: (Customer Quarterly ongoing dialogue with the Community ' John M, Guy, community at both the departmental Services Nelle, Tom, -0- and citywide levels, such as the use of Samantha Ongoing customer satisfaction surveys and Ongoing social media Executive In progress 1 Getting volunteers /workshops to X j help with specific projects 1 1 Periodic financial updates in Patch X (Bldg), newsletter, etc. i • Update City website X 3 � ' A -2 1 Improve • communication to 1 provide transparency I and a well- informed community 3 3 j 1 Develop ;a communication plan that identifies methods and frequency of communication with the public and with staff - Develop Citizens Academy Offer training to managers on communication techniques and expectations - Develop "Crime Tips" hotline, develop written policy - Continue to meet with citizen, 3 1 City ' i i j Manager nsed to identify resources -0- city required, other people 1 Manager involved in the task, etc. General Fund City Manager -*NOTE: (Customer Quarterly Ongoing Community ' John M, Guy, Services Nelle, Tom, -0- Samantha Ongoing Ongoing Ongoing Ongoing Executive In progress General Fund March _.. ....::.. 1 Team .,_. i Monthly Mar -May j Public Public Safety 2012 Safety Personnel 1 Sergeant 3 Weekly Feb 2012 ; Public Sergeants Safety Sergeant Monthl y Jan 2012 Director of Public Safety _ -0- Note: This column can he - nsed to identify resources -0- required, other people involved in the task, etc. General Fund -*NOTE: (Customer Service survey cards at Front Counter). -0- -0- Started In progress General Fund March 2011- General Fund In progress City of Rohnert Park Draft Implementation Action Plan CBO's and business owners to listen X Monthly January 12012 Public BreeAnn Crespan -0- to their concerns and build trust Safety relationships _ Lieutenant ' l • Update website for Public Safety: I - Part 1 Crimes ;Ongoing - Traffic Study, X Quarterly Executive Gabe, Darrin, Departmental Team Brian, John 1 ' - Fire yearend report, - Press Releases Ongoing Improve internaLcounication to 1/60 days 1 ;Executive Gabe, Darrin, -0- j better serve community ;Team Brian, John - Quarterly all- employee meetings 1 Ongoing where City Manager provides X i Weekly Executive Gabe, Darrin, -0- Team Brian, John quick briefings, present employee awards, or new employee X City Executive Team -0- introductions 1 i Manager • Internal distribution of Community j newsletter (posted in Internet) ? i Internal distribution of City Manager weekly update Improve communication to provide transparency and a well- informed community ( ; Offer training to managers on communication techniques and ; expectations i - Inform the public about financial I § realities and choices' i City of Rohnert Park Draft Implementation Action Plan t 6 t - i' 8 w8 e £ 3 i 333 I ! f j] 3 i i q 5 3 3 i A -3 Plan for, j • Develop Communication Plan to keep i X , � 3 1 j Semi- January 2013 Deputy City Dianna, Suzie, 3 ;Developer communicate and public and staff well informed about I ! annually Engineer, Eydie, Barbara G., reimbursements mitigate long -term major development projects and 1 ? Planning & Samantha T., for development impacts of major capital projects 1 ;Bldg Sandy L. projects development projects 1 o Preliminary workshops before , 3 Manager � public hearings j ; Project funding for capital projects o Train staff on consistent messages for complex, sensitive ! 3 or controversial projects 1 j o Develop public information i ! checklist ! Maintain & update Public Facilities X X 1 Annually ' November 1 Deputy City Darrin, Rick, i Administrative fee Financing Plan (PFFP) as project costs 1 ' 2015 Engineer Dianna I built into Public ! change to ensure sufficient ! 1 Facilities Fee mitigations • Study Water Capacity Charge X Semi- July 2013 1 Deputy City ':. Darrin, Rick, Water capacity annually Engineer Dianna _ ! charges Evaluate Regional Traffic Impact X ; X Ad hoc �__._... 1 November -__. __.- ! Deputy City p ty y ...._ ------ arrin, D Rick ' Developer 1 p I ? ! 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E. Agencies j 1 3 • Succession Planning (2) Sergeants t A -7 '' Align the Educate employees about the city j X I X X X X X Ongoing Ongoing 3 City Executive Team -0- organizational values and the behaviors that support i ] Manager culture to demonstrate our them I X; I X X X X X Ongoing j Ongoing Executive Middle -level ; -0- values • Reinforce city values through _ Team Supervisors, Front training, performance evaluations i ? Line Supervisors 7t3j orientations, recruitment practices ' '< i X Bi- Annual Oct 2012 & I Executive Gabe, Darrin, Departmental � � t Mar 2013 Team Brian, John 3jj j �• Leadership Academy 3 B -1 Enhance economic ; . Evaluate impact of loss of j X Complete Economic Management -0- development by implementing h e redevelopment ` X X X J X X Ongoing Ongoing Developme 1 Manager Analyst t • Prioritize of the economic i nt -0- j economic development elements development program X X X X X Ongoing I Ongoing -0- program • Identify financial resources to support X X X X X Ongoing Ongoing 1 -0- implementation' five -year revenue and 5 City of Rohnert Park Draft Implementation Action Plan prepare a cash expenditure forecast contingency plan X June 2012 ; June 2012 Finance Budget Analyst -0- Director ' • Prepare a cash contingency plan X Bi- Annual Ongoing Director of John M., Johnny C, Various Sources Public Tom, Guy, Gene,' Works & Samantha Community • Capital Improvement Program for Dev Parks (playground upgrades, restrooms etc). Explore potential funding mechanisms 1 1 t 3 - Develop funding needs l - Develop funding sources [ - Project timelines - -- - - - -- - - - - -- - - _ .. - - - -- - -- - - . - - - -= - -- -------- -- - - - -- - - - - -- - B -3 ; Ensure policies, 1 • Identify financial management best I X I X X X ; X X Bi- Annual Ongoing j Finance Budget Analyst -0- procedures and i practices ,Director f systems represent i [ best practices in ? . Assess current practices against best X X X X X X Bi- Annual Ongoing Finance Budget Analyst -0- � financial practices � � � ,Director j management, such as 1 the use of cost X X X X X' X Bi- Annual ; Ongoing = Finance Budget Analyst -0- f • Identify gaps or areas of allocation plans and i Director improvement i time card systems Implement best practices • Train staff on new policies, j procedures and systems Develop internal service fund with X Annual' ( Ongoing Finance Executive Team & -0- fee allocation Director Finance Staff X X X Ongoing July 1 2015 Finance Finance Staff General Fund & SA • Develop cost allocation system /card `Director ;Enterprise ' systems 6 City of Rol-inert Park Draft Implementation Action Plan t B -4 Ensure that we live . Prepare and adopt budget principles l X ! Bi- Annual .:. i Ongoing Finance Finance Staff -0- within our means by to guide budget development and 1 Director I adopting a inform financial management comprehensive set of practices ? budget principles to provide a i meaningful and easy ' Evaluate budget and other financial ' X X X , X : X Monthly Ongoing Finance Finance Staff to understand decisions against principles ,Director ? framework for maintaining financial discipline E 1 Develo Cit -wide Ca ital P y p X X 1 Bi- Annual July 1, 2012 PW Director Executive Team -0- Replacement Program Re p g J � � � i � Finance Staff • Evaluate financial impact of creating X X X I X X Annual Ongoing Executive Finance Staff 0- new infrastructure and replace Team develop funding source for life cycle gg 3 cost � { - Budget process - Development impacts - One -time capital funding' I 1 X X Bi- Azulual July 1, 2012 Finance Finance Staff -0- • Prepare a short term borrowing plan , Department i City of Rohnert Park Draft Implementation Action Plan • Explore the creation of new revenue X X X X X X Bi- Annual Ongoing Finance Finance Staff -0- sources X Director 1 Ongoing ; Executive • Create enterprises fund X X X Bi- Annual July 1, 2012 Finance Ongoing Team Director of l - CRM Performance Measures July 1, 2013 Director � PW & • Develop partnerships to achieve X X X X I X X Ongoing Ongoing i City Executive Team -0- I Community economies of scale - shared services E((( ;Manager 1 Svcs r 9i C -2 Emphasize high Provide customer service training X i ` Montliiy July 2012 Public Office of Traffic Ongoing Planned • Grant - Office of Traffic Safety for Safety Safety Manager Sergeant's position i J X Sergeant Ongoing , Director of C -1 • Assess service delivery, options X Deliver the highest quality services in the most cost - efficient manner ; , Establish service level expectations X i • Identify opportunities to leverage X tecluloiogy and other resources to j maximize efficiency • Compare cost of doing' work /providing service internally versus hiring aconsultant or X X' I X X X Bi- Annual Ongoing Executive Team f' X X j X X X Bi- Annual Ongoing 3 Executive I Team X X X X X Bi- Annual ' Ongoing Executive Team 1 contractor - value based - Alternative analysis in project X Ongoing 1 Ongoing ; Executive program planning = X Ongoing Ongoing Team Director of l - CRM Performance Measures � PW & j r _ I Community E((( 1 Svcs r 9i C -2 Emphasize high Provide customer service training X [ X X X X Ongoing Ongoing 1 ' City quality customer opportunities Manager service • "Secret Shoppers" to evaluate ( X Ongoing Ongoing , Director of experience with city staff PW & F Community Services City of Rohnert Park Draft Implementation Action Plan W W - b i C -3 � Improve � � : f 8 f Develop a performance management X X � X ; s 1 � .. ' On oin l a ... ... ......3 u1 1 7013 � Develo me ' ..... Executive Team ' f 4377 .: ... :. , s .: General Fund � � acco��ntability and ..system that includes meaningful � I � nt Services � ' +continuous measures to monitor and evaluate Director improvement I through performance results Train managers on the use of X X; Ongoing July 1 2013 Executive Middle Level ; -0- measurement and performance measures to manage i i Team Management & managing for results programs and services I j First Line i I Supervisors j jj X 1 14 City Executive Team -0- ! • Report performance results for key X X! X Quarterly 1 Qtr FY } s measures annually i 3 I I SI ;Manager • Performance Measurements - X , Monthly jjjji January 2011 , Director of Public Safety i General Fund on- Monthly Reports from all Public Public Personnel going j Safety Division and Units I i Safety I I - Part 1 Crimes, Overtime, Year End Report, Response Time, Semi - Annual Traffic Report, POST Inspection of ? I Property and Evidence Room I ..._ C -4 Integrate technology _ ____.__-- _..____ ____ _._.... ..___ _ - -- Implement permit /project tracking X _._ -,____ __ QQuarterly _ -__ . -. Operational ' Information _ _ -_ _ -.._.. _ Permit System _ -- _._ _ - -- -_ -_ -- j Technology Fee ____.-_-_ - -__ _ _ __.. _ _ ._. -.. into operations software I i by March Technology Committee ;Fund 2013 :Director j Training provided to staff -learn new X jj Ongoing i Ongoing ;Executive IT Manager Departmental technologies /way to do things - I Team allowing for implementation and support ' I Evaluate paperless opportunities X Annually ; July 1, 2012 IT Manager Executive Team I Departmental W b f i W W 0 -WW W �. .W W 0 f .• W f f 8 D -1 Support Create Northwest Specific Plan and X Semi- j TBD Planning & Dev. Svcs., Public Developer implementation of evaluate impact annually Bldg Safety, Public j 1 11 12 r ✓ �'� / ..� e.,.:� � ,.•o-£ - � \\x .off � \ x -.\ 9.,, ➢ i \kl:... � � .....: \. �\; a..�. \ � ._ \ .. "?�: \3:•..c,.a . �N �H \ �•.. *c. . ....\ is � .. � . \cam \� �. . \.�.a s. z \ �.. o °\v ,.. �`."' `:vii* , i r Y s' � ; �' .. %� �:j9 ' `.`L".' ' „ �t ..•. . >.cx` �...\ ..� ,..O "�' 7 5^ s L ¢. sa A k. 1 i D-3 Integrate State Have conversation with Council x June30,2012 Planning& Gabe, Darrin, Marilyn will set up i Farm/SMART about development intents (e.g. Bldg meetin- Visioning process • plans into a. Priority • • of opportLmities that Development Lay out •. ram for TBD Planning directed visioning process, if Council in step above Manager • •. background materials strategy • Plan • workshops, meetings Assist developer with State Farm Ad hoc TBD Planning & Dev. Svcs. Staff Developer Contingent on funding • / redevelopment Bldg reimbursements o Prepare on professional Manager agent • • State Farm (property owner) • • • 1 i Association • • •• • • :• i grants • :i i Federal funding for i •• projects per One Bay Area Plan 12 City of Rohnert Park Draft Implementation Action Plan D -4 Continue to expand + Engage community partners to ' Director of programs that bring ; identify opportunities j Recreation, people together (e.g., i Parks and Farmer's Market) _ Community I Services 3 Running With The Pack X 3 Director of Monthly June Public Safety 3 _0- Public Personnel Planned Safety 1 i Bicycle Rodeo 1 X 1 Monthly n i June PS Sergeant • Special Olympics X May I TSM 5 � 3 Manager, i i 1 3 Public i Safety 13 4/6/2012 4/10/12 City Council Special Meeting Item No. 3.D Budget udy Session 1 City Council Agenda Item Measure E April 10, 2012 Measure E Background Present Revenue Potential Impacts of "Measure E" Sunset 1 Measure E funding Defined On February 23,2010 the City Council unanimously declared a fiscal emergency and placed Measure E, the Rohnert Park Essential City Services Temporary Funding Measure, on the June 8, 2010 ballot. Measure E would provide between $2-4 and $2.8 million in annual local revenue. All revenues received would stay in Rohnert park to help provide City services such as protecting and maintaining our community's public safety. Measure E expires 5 years (October 2015) after it is adopted - it is temporary measure to help prevent additional cuts during the City's fiscal emergency. Sales & Use Tax with Measure E Budget FY 2011-12 OSales & Use Tax II!! Measure E 4/6/2012 2 H i sto^~i~caTB^uagefDe (in millions $) $10.0 $9.0 $9.0 88.0 $7.0 56.0 $5.0 $4.0 .9 $3.0 $2.0 $1.0 s- FYo8j09 F\'09!1O FYlO!n FYllj12ADOPTED FYnjnAMENDED Net Change in budget deficit ti-om FYo8/o9 - FYll/12 $8.7 million General Fund Revenue/Expe (in millions $) 3.') 33.1 :H 31 '9 '7 's '3 1.6d, ].6.9 23.1 Deficit '9 '7 '5 PI' 08/09 Actu.11 FY 09/lO IT tofu ActuallY u/12 Actual Budgd FY 12/13 IT 13114 FY l.1/lS FY 15/16 Projected Projected Project..-'il Projected FY16h7 Projected -o-R(>\'l.'om's \vilhout Meas E G---Revenues ....ilh M(',lS E -n-Expl.'nditures . Structural Deficit is due to PERS rate increases . Measure E sunsets October 2015, projected to receive three months FY 2015-16 4/6/2012 3 Measure E Report Card This year Measure E preserved restored or added the following services: "r City Hall open on Fridays }v- Code Compliance employee added }v- Streetscape landscape service improved >- Full contingent of Recreation services and programs "r Performing Arts Center remains open }v- Park services/maintenance restored }v- Pothole and street repairs continue >- Graffiti abatement >- Police response time maintained }v- Two fire stations remain open ";;- Unpaid utilities collected >- City staffing level maintained Impacts of loosing Measure E Structural deficit projected to be $8M - $lOM Severe impacts to service levels Identify services to be eliminated or reduced in the departments: ;,. Public Safety & Animal Shelter ;,. Development Services ;,. Public Works - Streets, Parks & Facilities ;,. Administration, Finance & IS ;,. Economic Development 4/6/2012 4 GENERAL FUND STRUCTURAL DEFICIT UNFUNDED LIABILITIES: Infrastructure $104.oM Vehicles $ 7.3M $ 0.5M Retiree Medical $ 44-9M $ Accrued Leaves2 $ 1'5M $ N/A TOTAL STRUCTURAL DEFICIT $158.6M $ 1 Removed $5001< projected funding from Tribe 2 Accrued leave consists of vacation and compensatory time General Fund Reserve Balance >3,5 3.1 $3.0 $2.5 $2.0 51.5 SI.O $0.5 s' 2009 . 0;.845....... , ...... .. ..... "'oJhtS-'" 20J2 2013 n RESERVE BALANCE 4/6/2012 5 4/6/2012 Cost Saving Measures and/or Best Practices that have implemented Shared services Voluntary assessment of service delivery models Prioritize mandated, core and discretionary services Develop & Implement new City Purchasing Policy Aligned employee compensation & benefits to what the City can afford to sustain ;e,. Employees pay PERS ;e,. Two tiered PERS system Cost Saving Measures and/or Best Practices that have implemented (cont'd) Changed budget method from traditional to incremental zero based budgeting method which includes performance measures Develop Long Term Financial Recovery Plan Created a Economic Development Program to pursue Economic opportunities 6 Next Steps to Consider Implement Long Term Financial Recovery Plan Continue to keep adequate service levels Closely monitor Measure E performance Continue to have discussions of Measure E extension 4/6/2012 7 CITY COUNCIL SPEAKER CARD Date: '-II; 0 /;2--- Agenda Item #: Name:' Tt~ <:...0 ~Vt-vg,,' Address:' G40 D ~ rP[ ~ ~ {f Phone: 707 - S-0 L( -rlf 7 7 TO PI c: b &lV (c <lI--t t-ts -fa f' 7 a-/L T2- P " Brief Summary of Comments: I/' L b lJ 0 k {~ CA/u-qjA cvb ~.. 4/L-vd J h//t/ bc...f'? /;1-127 ?r;;fIU, A-fs b / ~'7 S M">-'>-nV VtVhl vA::.. ~bV'~J.<__~ C-t~\<; .50'~ A 1.111/ ,/Wf CJ..A<-;l .. ' /' See Reverse ~ Restitution fC Important Information . Regarding Your Case Restitution is financial compensation paid to a a0}.P CC42 victim bythe offenderfor crime- related financial losses. The prosecutor requests an order for Law Enforcement Agency: - restitution from the 'ud e. Victims of crime, their J 9 Officer's Name:" families, and certain 'others may request and Telephone Number: receive restitution. Detectives Name: �- Restitution maybe requested for crime - related Telephone Number: financial losses including: Report Number: Offender's Name: SONOMA COUNTY Counseling Offender's Date of Birth: DISTRICT ATTORNEY'S � Lost Wages DA Victim Services Division: (707) 565 -8250 OFFICE Medical Bills Advocate's Name: Advocate's Direct Line: - Property Damage VICTIM SERVICES DIVISION Stolen Property DA Office Main Phone: (707) 565 - 2311 Superior Court Case Number: District Attorney Vehicle Damage DA Case Number: Jill Ravitch Prosecutor's Name: Restitution is collected and distributed to victims by the , Probation Department, the California Department of Corrections and Rehabilitation DA investigator Phone: (707) 565 -2011 (CDCR), or the District Attorney's Office. DA Investigator's Name: www.da.sonoma- county.org 'rioted by SC Reprographics (707) 565-2686 (rev. 2/i2) Victim Advocacy Victim Compensation Program Losses NOT covered under CalVCP include. The Victim Services Division has specially If you or your family has sustained physical ¢ Personal property losses, including cash trained and experienced Advocates to work or emotional injury as a direct result of a Pain and suffering with victims, witnesses, and their families crime, you may be eligible to receive financial throughout and beyond the criminal justice assistance through the California Victim process. In addition to being a victim of a qualifying Compensation Program (CaIVCP), managed crime, applicants must meet other criteria, This program is designed to reduce the trauma through our local Victim Compensation Unit. including. that victims and witnesses may experience Reporting the crime to law enforcement or following a crime. We seek to make the criminal If a person meets eligibility criteria; CaIVCP p g justice system more understandable, accessible, can compensate many types of crime related Child Protective Services and responsive to the concerns of victims and expenses when the costs are not covered by their families. other sources. ¢ Cooperating with law enforcement and the CaIVCP Guidelines Victim Advocates work to ensure that crime Among the eligible crimes are: victims and their family members are provided Domestic Violence ¢ Not having participated or been involved in the services and information necessary to be an :. the crime integral part of the criminal case process and to ¢ Child Abuse ensure victims are treated fairly and that their Sexual and Physical Assault voices are heard. Advocacy services may include: ¢ Homicide tix bb '6- Court Escort and Support .�° Drunk Drivand —� Orientation to Criminal Justice System ` Vehicular Man.' aughter � �, . � � • ,�, � Assistance with Victim Compensation Applications & Claims Process The following lossel may be covered by the Progra . 3 01s, Referrals to Community Resources -0 Victim Impact Statements ¢ Medical and D#htal Treatment } �> Case Status Updates ¢ Mental Health ervices ' �f Property Return `� 1?cnte Doss p Y� � I u ort for Dependents To learn more about thecriminal justice system, � Pp Marsy's Law (Victims' Bill of Rights Act of 2008), Home Security 'A, and other'services for victims, please visit the District Attorney website at: ¢ Residential �� Scenleu, ty or g For more information or to complete an www.da.sonoma -coun Funeral and Butal Expenses application, please contact your Victim Advocate. Victims and witnesses can et information g Job Retr ng x about criminal cases by clicking on "Criminal Additional information about CaIVCP can be Case Lookup System" RelocatIcin ? found at www.vcgcb.ca.gov Restitution Informad6n Importante `Tr Sobre Su Caso Restituci6n es compensation monetaria pagada a` de la Fiscalfa: la victirna por el ofensor por perdidas monetarias Nombre def Investigador, isi6n relacionadas"al crimen. El fiscal pide "una orden o4- kwg a, ladodeSonoma deb restituci6n del uez. Vfctimas del crimen, sus j Agenda de Poliefa: " familiares, y ciertas otras personas puederrpedir Nombre del Oficial. ` y recibir restituci6n. Nurnero deTelefono: Restituci6n puede ser solicitada por perdidas Nombre del Detective: relacionas al crimen, incluyendo: Numero deTelefono: Nurnero de Reporter COFICINA DE. LA FISCALIA Consejerfa ' Nombre del Ofensor: Fecha de Nacimiento del Ofensor: DEL CONDADO DE SONOMA Perdfda de ingresos Facturas Wdicas Division de 5ervicios aVictimas: (707) 565 -8250 DIVISION DE SERVICIOS Dafios de Propiedad Nombre deAsistente: DE VIC`f IMAS Propiedad Robada Numero D irecto de Asistente: FISCAL Danos de Vehiculo Numero Principal de la Fiscalfa: (707) 565 -2311 Jill RaVitCh Numero de `Caso de la Corte Superior: Restituci6n es recaudada y distribuida a vfctimas ;por el Departamento de Probation, el Departamento de Correci6nes y Rehabilitation Numero'de Caso de la Fiscalfa: I Dedaraci6n de !a La Ofidna de la Fiscalia del Cc estd dedicada a proveerles a rr comunidad un lugar;segurc detener a los culpables respo los inocentes, yconservarla dh la Fiscalfa.: Nombre del Fiscal Division de Investigaciones`- Fiscalfa: (707) 565 -2011 de la Fiscalfa: Nombre def Investigador, isi6n o4- kwg a, ladodeSonoma n ros enuestra donde vivir al www.da.sonoma- county.org Adams. Carol Subject: Adams, Carol Wednesday, April 04, 2012 5:10 PM Adams, Carol; Lidster, Beth; Willis, Carrie Gonzalez, Gabe; Michelle Marchetta Kenyon; Barnhill, Alexandra M.; Adams, Carol; Babonis, Linda; Jenkins, Darrin; Masterson, Brian; McArthur, John; Orme, Cathy 4/10/12 Jt. Regular & Special Mtg, Agenda Packets From: Sent: To: Cc: All, I wanted to advise you that, per confirmation by the Mayor to the City Manager, the agenda packets for both the 4/10/12 Joint Regular and Special meetings will be distributed on Friday, April 6, 2012. This change in distribution date, considers the fact that the regular meeting agenda packet is relatively small and that staff will be compiling information for the special meeting/budget work session through Thursday. Please let me know if you have any questions. Thanks, Carol Caro{ .Jldams Interim City Clerk CITY OF ROHNERT PARK 130 Avram Ave. I Rohnert Park, CA 94928 Phone: (707) 588-2225 I Fax: (707) 792-1876 cadams@rpcitv.org website I facebook 1 Highway 101 5~c~ ~ ~way Project - seTA Staff Update -c r' April 9. 2012 ~~S , 1. North B-Airport lIe and North e Sound Walls (Windsor) Project PS&E (Designl . The final plans are ready to advertise. . Caltrans may request an adjustment to the PS&E cooperative agreement due to North A charges not previously invoiced, underestimating, project scope changes, new storm water requirements, and mitigation projects development related to CTS and riparian impacts, R/W . R/W acquisition is complete. . Caltrans and SCWA are working on utility relocation agreements with SCTA's assistance. Caltrans agreements have created issues with SCWA due to the generic language used by Caltrans in such agreements but should get resolved with the help of County Counsel. Perm its/M itigation . Caltrans is pursuing 401,404, and 1602 permits, It is anticipated that permits will be obtained by mid-April. . Cumulative permit conditions are restricting the time frame for construction activities and the amount of earth that can be disturbed at one time which could impact the duration of the project, and cost, significantly. . SCTA and Caltrans are working with DF&G to develop acceptable on-site and off-site riparian mitigation project due to construction impacts to Mark Rev, 3/30/12 c:\ Users\ndonofri\AppData \Loca I\M icrosoft\ Windows\ T em pora I West Creek. SCTA and Caltrans are working with the Open Space District to develop an off-site riparian project at the Cresta Ranch that was approved by the Board of Supervisors. DF&G is requiring additional CTS mitigation resulting from the impacts associated with the on-site mitigation project. Additional coho mitigation may also be required. Met with DF&G at Cresta property on 3/28 to continue permit negotiations, · Project has been designated a Risk 3 project from a water quality standpoint, This is the first Caltrans project to be designated as Risk 3 and results in stricter compliance requirements for storm water runoff and other water quality issues, The onsite swale may be used as a treatment. device to offset costs associated with Risk 3 water quality requirements. Construction · The project will likely go to bid in June. Currently, the CTC fund allocation vote is scheduled for April 28-29. 2. Central A and B (HOV lanes) Construction · Final paving is not complete and the road does not have a finished look, · Final paving to start next June - temperatures for Rubberized Asphalt Concrete (RAe) and Open Graded Asphalt Concrete (OGAe) will control the schedule. 3. Central C (Old Redwood Hwy lIe) Design · 100 % plans have been delivered to Caltrans District Office R/W · R/W appraisals and acquisitions are underway Rev. 3/30/12 c: \ Users\nd onofri\AppData \loca I\M icrosoft\ Windows\ Tem pora I . Anticipate some difficult acquisitions related to compensation. The right- of-way capital budget could be impacted due to appraised values versus property owners expected valuation, Perm its/M itigation . The Regional Board may require off-site storm water run-off and hyrdomodification mitigation projects to offset construction impacts. This would be similar to requirements placed on the Central A project - SCTA mitigated for those impacts at PRMD, Sonoma County Fairgrounds, and City of Santa Rosa. Construction . Project is scheduled to advertise for bids in late 2012 and to start construction in 2013 4. MSN C-1 (E. Washington interchange) Construction . Construction on going. . Utility relocation work is proceeding behind shopping center . Northbound onramp bridge construction underway. 5. MSN C-2 (Central Petaluma HOV lanes) PAED (Environmental) . Caltrans has indicated that an environmental revalidation will be necessary to address project design changes, . SCTA will meet with the city staff and officials on April 2nd to discuss geometric design changes to the project and tree impacts along the Rev. 3/30/12 C: \ Users\ndonofri\App Data \Loca I\M icrosoft\ Wi ndows\ T empora I corridor. Anticipate storm water run-off and hydromodification issues similar to Central A project as described above in Central C. Design · Design consultant submited 65% plans to Caltrans for review. 6. MSN B-2 (Petaluma River Bridge and Petaluma Blvd South interchange) Design · B-2 plans have been completed and sent to Caltrans HQ for review. Caltrans is struggling with inclusion of utility relocation plans being incorporated into their standard contracting format. R/W · R/W appraisal and offer process has started and is on the critical path for advertising the project for construction. Difficult acquisitions are anticipated, A Resolution of Necessity (RON) was approved by the Board of Supervisors on Feb 7, Feb 28 and March 20. The last RONs are scheduled for April 10. Perm its/M itigation · Caltrans is pursuing 401,404, and 1602 permits, It is anticipated that permits will be obtained by mid-April. · Caltrans is working on off-site riparian mitigation on Tolay Creek that is owned by the Sonoma Land Trust, · Permits with DF&G will limit the construction season within the Petaluma River banks as a new requirement has been imposed to address the potential presence of smelt, a listed species. The season has been shortened by six weeks which could lengthen the overall construction project as the construction of the Petaluma River Bridge is the critical path Rev,3/30/12 c: \ Use rs\ndonofri\AppData \Loca I\M icrosoft\ Windows\ T empora I for the entire project. This limitation may not allow construction in the river to start in 2012, Construction . The project could go to bid as early as August, depending on CTC allocation of funds vote currently scheduled for May 23-24. . CTC considers this a medium high risk project for delivery to meet the Dec 2012 award deadline, A number of state-wide CMIA projects are in the same situation mainly due to slippage in right-of-way delivery schedules, . Construction staging for falsework beam placement across Hwy 101 at the Petaluma Boulevard South Interchange Change (PBS I/C) and girder lift and setting across traffic lanes on the Petaluma River Bridge will require closures of the SB direction of Hwy 101 at nighttime for approximately 30 to 40 nights. Lakeville Hwy (state) and Lakeville Road (county) will be used as a detour route. Various temporary closures of the PBS I/C ramps will require detouring of traffic through the City of Petaluma for two to four weeks at various times through the three year project. Only one ramp will be closed at a time. Detours will start in 2013, SCTA and Caltrans will present more detailed traffic detouring information to the SCTA and the City of Petaluma as the project moves closer to bid, 7. MSN C-3 Design . Final plans for the Hwy 116 Separation bridges at Lakeville Hwy have been submitted to Caltrans. This project is on a fast track in order to be eligible for possible CM IA bid savings, R/W Rev, 3/30/12 c:\ Users\ndonofri\App Data \Local\M icrosoft\ Windows\ Tern pora I · Appraisals are complete and the acquisition process is moving forward for the two local agency parcels that need to be acquired for the project. A construction and maintenance (C&M) agreement with SMART is being processed. Permits/Mitigation · Caltrans is pursuing 401,404, and 1602 permits, It is anticipated that permits will be obtained by the end of April. Construction · SCTA is requesting that the CTC allocate $32.4M CMIA funds to the project. CTC anticipates allocating Northern California bid savings to several projects that can be delivered in time to meet the Dec 2012 award deadlines. 8. Wilfred (HOV lanes) Construction on the final two bridges continues, Both decks have been ((poured". Most other work is suspended through the wet months, Barring significant inclement weather, the bridges are anticipated to be completed by the end April of this year. Pavement work to complete the HOV lanes prior to late fall when temperatures drop is the next priority, Surface street work will continue subsequent to HOV lane opening. Target to open the connectioJ1lstreet between ~Jdv - Wilfred Avenue and Golf Course Drive (under the freeway) ixsummer. 9. Highway 12 laguna de Santa Rosa Bridge Replacement Project design continues toward 65% completion. Right of Way certification and ((ready to list" (RTL) status are estimated to be complete in February 2013. Award is estimated for April and construction is anticipated to begin in June 2013, however, the tree removal (first order of business) needs to be coordinated with Migratory Bird Treaty Act and creek construction restrictions, A separate contract for tree removal prior to award may be necessary, Rev,3/30/12 c:\ Users\ndonofri\AppData \Loca I\M icrosoft\ Windows\ Tem pora r 10. Highway 116 Forestville at Mirabel Road Improvements Progress continues on the development of the Project Study Report / Project Reporto Final Environmental Document is currently estimated to be complete in January of next year although the team is striving to complete it sooner to provide more time for Right of Way acquisition. Design phase completion is estimated for Spring of 2013 and construction is estimated to begin in 2014. This project is programmed to receive $2M in Prop 18 (SLPP) funding. 11. Highway 116/121 Intersection Improvements Draft cooperative agreements were considered earlier on today's Agenda, Staff is coordinating with county counsel and county TPW staff, Rev. 3/30/12 c:\ Users\ndonofri\AppData \loca I\M icrosoft\ Windows\ Tern pora'